2013 Banking Industry Outlook Survey - KPMG€¦ · The 2013 Banking Industry Outlook Survey marks...

2013 Banking Industry Outlook Survey

Regulatory change spans the enterprise

kpmg.com/us/bankingindustry

© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. NDPPS 177908

Table ofContents

1 Realizing the impact of regulation

2 Survey highlights

4 Detailed findings

4 Focusing on regulatory change

12 Driving revenue growth

15 Spending more on IT

18 Recognizing the value of data

22 Lackluster environment for M&A

26 Business conditions

33 Conclusion

34 Demographics and methodology

35 About KPMG

36 Contact us

© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A.

NDPPS 177908

© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. NDPPS 177908

The 2013 Banking Industry Outlook Survey marks the fifth consecutive year we’ve surveyed senior banking executives for their industry perspectives on a variety of topics. Those five years may as well be a lifetime ago in the banking sector. The landscape has changed dramatically since then, and in many respects, it appears to be just the beginning. More change lies on the horizon as the regulatory environment continues to develop in reaction to the financial and economic crisis.

Therefore, it’s not surprising that navigating regulatory change is a dominant theme throughout our survey responses and certainly at the top of the banking agenda. Banks are increasingly concerned that complex regulations will hinder growth, increase costs and significantly impact traditional business models and operating structures. Yet, it’s worth noting these early impacts represent a relatively early indicator of a larger wave of change to come considering we are still in the initial stages of a new regulatory timetable. For example, there are hundreds of rules coming out of the Dodd-Frank Act–including the Volcker Rule, living wills, and consumer protection–that are still being written. In fact, less than 40 percent overall have been finalized to date. Meanwhile, exams and interactions with regulators continue to increase for banks and there is little indication that this will end any time soon.

As a result, the responses to our survey may signal a call to action for those in the industry who may have been taking a wait-and-see approach and encourage them to move forward. By accepting and embracing a culture of change, banks can help innovate and help reshape the future of the industry. These organizations will ultimately find themselves better positioned to comply with the ever-evolving regulatory environment, achieve operational efficiencies, simplify platforms, enhance risk management, and achieve competitive advantage.

And what will drive growth? Over the last several years, many banking institutions have relied on cutting costs and increasing operational efficiencies to maintain profitability but have struggled to grow the top line. According to the executives in this year’s survey, banks are relying less on traditional services for growth and focusing more on seizing cross-selling opportunities, developing new products and services, and expanding into new geographies and customer segments.

Overall, this year’s survey confirms many existing industry challenges but also reveals some encouraging signs of opportunity. Banks continue to spend on technology, which should help drive innovation and facilitate a transition from product-centric strategic thinking toward embracing today’s customer-centric focus. Moreover, banks are increasingly realizing the value of data, using analytics to extrapolate insights that help improve risk management and compliance, drive customer growth, increase operational efficiency, develop and refine product offerings, and more. We expect this to be a continuing trend that will ultimately enhance business functions moving forward.

On behalf of KPMG LLP (KPMG), I would like to thank those who participated in this survey. I hope the findings are useful to you in addressing market challenges and opportunities. I also welcome the chance to discuss this study and its implications for your business in the year ahead.

Brian Stephens National Sector Leader, Banking and Capital Markets KPMG LLP

Realizing theimpact of regulation

2013 Banking Industry Outlook Survey | 1© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms

affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. NDPPS 177908

The complex regulatory environment continues to pose challenges as banking executives indicate increasing concerns over the impact these requirements will have on growth and business models. For example, almost three quarters of executives surveyed cite legislative and regulatory pressures as the most significant barrier to growth over the next year, while nearly 80 percent believe political and regulatory uncertainty poses the greatest threat to their bank’s traditional business model.

Regulatory pressures

rise

Banks are looking at numerous ways to grow the top line, including new products and services and expansion into new geographies and customer segments. Cross-selling of services is viewed as a key growth driver in the year ahead, moving into the top spot over traditional banking products, which dropped significantly from its position as top growth driver last year.

The search for growth continues

Information technology (IT) remains a key priority for most banks as executives increasingly recognize the value of leveraging data to optimize customer development as well as improving operational efficiencies in managing regulatory compliance and platform simplification. In addition to increasing IT spending, banking executives in the survey said they plan to spend more on their regulation and control environment and geographic expansion over the next three years.

Spending trends

emphasize IT

Despite improving economic and business fundamentals and high liquidity on bank balance sheets, banking executives feel less likely that their institutions will participate in a merger or acquisition than they did a year ago. Interestingly, more than half of the executives believe anticipated regulatory actions or issues are the greatest impediment to M&A in the banking industry.

M&A activity

stalls

Surveyhighlights

2 | 2013 Banking Industry Outlook Survey© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. NDPPS 177908

2013 Banking Industry Outlook Survey | 3© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A.

NDPPS 177908

Focusing on regulatory change The complex regulatory environment is top of mind for banking executives, according to survey respondents.

Q: What initiative do you expect to undertake over the next year that will consume the most time, energy and resources, from a management perspective?

Top initiatives on the mind of management

Detailed Findings

Navigating significant changes in the regulatory environment

Significant cost reduction initiatives

Improve enterprise risk management programs/processes

Significant improvement of operation processes and related technology

Merger/acquisition

Entering into new markets

Significant changes to financial processes and related technology

Strategic divestiture of assets

Significant investment in organic growth1

Significant changes in business model

Other

18

15

7

19

12

N/A

2

8

13

6

0

% in 2013 % in 2012

1 (New product development, pricing strategies, geographic expansion)

35

16

10

9

8

6

6

4

3

2

1

In fact, concerns over navigating regulatory change nearly doubled in responses rising to 35 percent this year over 18 percent in 2012. Other initiatives garnering

management attention include cost reduction and risk management programs.


Identifying growth obstacles Not surprisingly, regulatory and legislative pressures are viewed as a primary impediment to growth over the next year by 72 percent of survey respondents.

(Multiple responses allowed).

Q: Which of the following are the most significant growth barriers facing your company over the next year?

2013 2012

Regulatory and legislative pressures

Pricing pressures

Risk management issues

Increased taxation

Staying on top of emerging technologies

Access to and managing capital

Lack of qualified workforce

Labor costs

Lack of customer demand

U.S. dollar strength

Inflation

Foreign competition

Exchange rate fluctuations

Volatile commodity/input prices

Energy prices

Other

72%69%

41%

13%

10%

9%

9%

8%

8%

5%

5%

4%

1%

1%

3%

36%

19%

38%

8%

11%

11%

4%

16%

4%

1%

0%

6%

2%

8%

1%

24%

9%

Other top hurdles include risk management issues, increased taxation, and pricing pressures, which represent a continuing trend from the prior year.


NDPPS 177908

Negatively impacting bank revenue More than half (58 percent) of the banking executives surveyed believe that the costs involved with regulatory compliance is having the greatest negative impact on bank growth.

Q: Which of the following are having the greatest negative impact on growth for your bank?

Regulatory compliance costs

New capital requirements3

Troubled mortgages - residential

Lack of loan demand

Other Dodd-Frank Act compliance requirements2

Durbin Amendment

Low interest rate environment

Troubled mortgages - commercial

Volcker Rule

Not applicable, our revenue has increased or remained the same

58%

47%

34%

29%

29%

28%

20%

17%

11%

7%(Multiple responses allowed).

2 (Consumer protection, OTC derivatives-related issues, etc.)3 Resulting from regulatory reform initiatives (such as Basel III and the Dodd-Frank Act)

This is closely followed (47 percent) by other costs related to Dodd-Frank mandates, such as consumer protection and OTC-derivatives-related issues.



Challenging business models Evolving regulation has the potential to dramatically impact traditional banking business models.

Q: What issues pose the biggest threat to your business model?

77%Political/regulatory uncertainty

24%Losing share to lower-cost producers

18%Disruptive technologies

15%Inability to find visionary leadership

14%Lack of a qualified workforce

14%Customer/employee mobility

8%Ability to find capital

7%Energy costs

In fact, a large majority (77 percent) of survey respondents indicate that the top threat to their business models stems from political and regulatory uncertainty.


NDPPS 177908

Changing the operating model Last year, 90 percent of banks said that they had started reexamining their operating model. This year we asked executives to describe how their operating model had changed in response to economic and regulatory challenges.

Q: What aspects of your bank’s operating model changed as a result of the economy and regulatory pressures?

Reengineering internal processes and systems

Divesting businesses

Expanding to a new or different customer base

Offering new products to customer base

We have not yet started reexamining the operating model

Expanding in new geographies

62%

42%

33%

25%

24%


More than half (62 percent) of respondents noted that the greatest change resulted in the reengineering of internal processes and systems followed by introducing new products to their customer base. Encouragingly,

a third (33 percent) of respondents indicated that their bank organization has expanded its offerings to new or different customers.


Regulations most affecting businessOf the types of government regulations listed below, respondents believe that capital and liquidity requirements from various regulatory reform initiatives, such as the Dodd-Frank Act and Basel III, are having the most impact on their business.

Q: Of the regulatory issues below, which has had the greatest impact on business?

Capital and liquidity requirements from various regulatory reform initiatives4

OTC derivates-related issues6

Durbin Amendment

Volcker Rule

Federal supervisory changes5

Limitation on federal preemption authority for national banks and thrifts

Consumer Protection

FATCA

Systemic risk regulation (i.e. living wills)

32%

19%

18%

14%

5%

4%

3%

4%


4 Reform such as the Dodd-Frank Act and Basel III5 Powers and duties of OTS being transferred to OCC, FDIC, Fed, and CFPB6 i.e.,swaps “push out” rule; clearing, trading, and reporting rules on Section 1256


NDPPS 177908

Seizing opportunities from regulatory changeDespite obvious challenges, executives are increasingly confident that their institutions are able to proactively manage the impact of public policy and regulatory reform.

Q: How prepared is your company to proactively manage the impact of public policy and regulatory changes?

Very prepared Somewhat prepared Not prepared Don’t know

2013 2012

43

53

22

2 6

30

62

It’s no surprise that bank executives continue to remain focused on dealing with regulatory-related matters due to the pervasive impact they are having on their respective institutions and, as a result, many are strengthening their risk management and compliance programs.

— Brian Stephens, National Sector Leader, Banking and Capital Markets, KPMG



Adopting a formal risk policyEvolving regulation and changing marketplace dynamics have heightened the need for companies to implement a strong internal risk framework.

Q: What challenges exist within your organization that may impede or have impeded adopting a formal risk policy?

31%Culture and behavior

43%Process integration/efficiency of operations

28%Clearly defined roles and responsibilities

30%Governance framework

14%Shared resources across the organization

13%Don’t know

When asked to identify any existing challenges preventing the adoption of a formal risk policy, 43 percent of survey respondents believe that process integration and operational efficiency pose significant obstacles.


NDPPS 177908

While regulation is expected to hinder growth, executives predict that the cross-selling of services will be a key driver of revenue growth in the near future.

Q: Which of the following areas do you believe will be the three biggest drivers of your bank’s revenue growth in the next 1-3 years?

Cross-selling services

Asset and wealth management

Business model restructuring

Emerging technologies8

International expansion

Traditional services7

New market segments

Investment banking services

M&A activity

Broker-dealer services

Trading securities

Other

Driving revenue growth

NA

NA

NA

NA

46%42%

56%

40%

20%

25%

22%

39%

32%

27%

25%

23%

18%

18%

16%

9%

4%7%

2%3%

7 Loans, savings, mortgages, etc.8 i.e., mobile payments, etc.

2013 2012

Notably, traditional banking products are considered less of a revenue driver than last year, dropping to 39 percent from 56 percent of respondents last year.


Attracting the right customersAccording to executives, specific customer segments such as the mass affluent (25 percent), young rising professionals (24 percent) and commercial customers (18 percent) offer the greatest growth opportunities for their institutions.

Q: Which of the following customer segments present the greatest growth opportunity for your bank?

Mass affluent (top 10% of income earners)

Young rising professionals9

Commercial customers

Consumers underbanked (consumers w/o access to incremental credit)

Consumers nearing retirement age (50–65)

Unbanked (consumers with no transaction account)

Retirees

37

23

N/A

15

19

5

1

% in 2013 % in 2012

5

5

11

12

25

24

18

9(Upwardly mobile young professionals who earn good income, about to buy first home, etc.)


NDPPS 177908

33%

31%

32%

10 (PayPal, retail outlets such as Wal-Mart, etc.)

Assessing the competitionBanking executives consider national banks (33 percent) and new market entrants (31 percent), such as PayPal and retail outlets like Wal-Mart, as the biggest competitive threat to their banks. These results are in line with last year’s responses.

Other

National bank

Regional bank

New market entrants10

Community bank

Credit union

Q: Which of the following represents the biggest competitive threat to your bank?

14%

11%

7%

4%

28%

16%

8%

16%

N/A

2013 2012


Nearly half (46 percent) of survey respondents predict their institution’s capital spending will increase, while 34 percent expect it to stay the same.

Q: In which areas do you expect your company to increase spending the most over the next year?

Information technology

Regulation/control environment

Geographic expansion

New products or services

Business model transformation

Acquisition of a business

Employee compensation and training

Expanding facilities

Green/sustainability initiatives

Research and development

Advertising and marketing

58

40

14

37

15

20

32

13

5

8

7

% in 2013 % in 2012

Spending more on IT

19

17

14

11

5

4

3

29

54

44

37


Much of this spending is expected in the areas of information technology, regulation/control environment, and geographic expansion.


NDPPS 177908

2012 2011

22%China

India

17%

Turkey

6%

South Africa

6%

Brazil

23%

Mexico

11%

Investing in emerging markets

Of the survey respondents planning to make a $5 million or more investment in emerging markets, nearly one quarter (23 percent) said they would invest in Brazil.

Q: In which new high-growth emerging markets does your bank plan to make capital investments of more than $5 million over the next year?


2012 2011

22%China

India

17%

Turkey

6%

South Africa

6%

Brazil

23%

Mexico

11%


NDPPS 177908

Leveraging data more effectively for regulatory requirements — private companies

Platform simplification (IT infrastructure, applications) — private companies

Investing in mobile banking/payment platform (for mobile devices)

Catching up on deferred maintenance

32%

32%

20%

16%

Recognizing the value of data

Data focus for infrastructure and compliance When it comes to IT investment, 64 percent of the executives surveyed believe leveraging data for infrastructure and compliance and platform simplification will dominate their focus over the next year.

Q: Which of the following IT-related projects will be the most important focus for your bank in the next year as it relates to infrastructure and compliance?


Leveraging data to optimize customer development

Purchasing more branches

Leveraging social media

Investing in and/or leveraging mobile banking/payments

Investing in more ATM locations

Investing in online banking platform (for laptops/desktops)

41%

33%

10%

12%

3%

1%

Data focus for customer growth The growing importance of customer-centric banking strategies has catapulted the need for knowing your customers.

Q: Which of the following IT-related projects will be the most important focus for your bank in the next year as it relates to customer growth?

Therefore, it’s easy to see why leveraging data to optimize customer development is a key initiative for bank executives, followed by the investment and deployment of mobile banking and mobile payments.


NDPPS 177908

Growing awareness of data analyticsWhen asked to describe the organizational maturity regarding usage of data analytics, over half (53 percent) of executives rate the data analytics literacy of their organization as higher than average.

34%

19%

28%

15%

Which of the following best characterizes the data analytics maturity of your bank?

High data analytics literacy

No formal data analytics capabilities

Average when it comes to utilizing analytics

Rapidly moving toward high analytical literacy

Don’t know

Average to low analytical literacy

3%

1%

Banks are becoming more actively engaged in using data and analytics to extrapolate insights that help improve risk management and compliance, drive customer growth, increase operational efficiency, develop and refine product offerings, and more. We expect this trend to continue as banks hire more data and analytics experts that can utilize information to help enhance business functions.

— Judd Caplain, Advisory Industry Leader for Banking and Diversified Financials, KPMG


Using data effectivelyWith Dodd-Frank regulations requiring more reporting transparency from banks, executives are embracing the recent advances in data analytics technology to increase their use of data aggregation to better predict risk issues.

Product positioning 20% 26% 18% 40% 16% 42% 30% 21%

Acquiring customers 32% 37% 32% 45% 19% 35% 35% 36%

Competitive intelligence 25% 30% 37% 28% 30% 32% 33% 26%

Human capital 7% 14% 16% 12% 15% 18% 10% 17%

Operational excellence (operations, supply chain) 33% 34% 39% 39% 48% 49% 27% 50%

IT infrastructure 25% 24% 20% 18% 20% 16% 17% 31%

Finance 16% 14% 29% 16% 14% 19% 21% 20%

Government regulation 24% 11% 10% 10% 22% 9% 13% 6%

Risk management 51% 15% 17% 12% 31% 9% 37% 9%

Other 2% 0% 1% 1% 3% 2% 0% 1%

Considering the relevance of data and analytics at your bank, which of the following items represent the best use of data and analytics in driving actionable insights?

Bank

ing

Com

mer

cial R

eal E

state

Med

ia &

Telec

omEn

ergy

& U

tiliti

esFo

od &

Bev

erag

eIns

uran

ce

Reta

il

Tech

nolog

y



NDPPS 177908

Despite recurring predictions for a consolidation wave to occur in the banking sector, M&A activity once again failed to gain traction.

Q: What do you believe has been the greatest impediment to M&A in the banking industry?

Lackluster environment for M&A

Anticipated regulatory actions/issues

Targets’ balance sheet issues

Sellers’ demands too high

% Buyers’ offers are not reasonable

Stock price

2013 2012

57 40

11 19

14

26 27

4

2

NA

Fifty-seven percent of survey respondents believe that this is due to market uncertainty and anticipation of regulatory actions and related issues, such as the discrepancy between bid and ask prices.


Regulatory changes/reform

Access to new resources

Access to new technology and products

Access to new geographic markets

Labor cost pressures

Pension and healthcare cost pressures

Debt

Product synergies 24%

29%

51%

36%

20%

14%

11%

10%

Potential M&A drivers down the road Meanwhile, 51 percent of survey respondents believe that regulatory reform will be a key driver of M&A in the future.

Q: Which of the following do you think will be among the most important drivers of alliances, mergers and acquisitions in the industry?


This is followed by new geographic markets (36 percent) and new technology (29 percent). These results closely mirror the responses seen in last year’s survey.


NDPPS 177908

Likelihood of M&A participationLooking forward, 53 percent of banking executives think it is likely their institution will be involved in a merger or acquisition either as a buyer or seller over the next year.

Q: What is the likelihood that your firm will be involved in a merger or acquisition in the next year?

Involved in M&A as buyer

Unsure/don’t know

Involved in M&A as either buyer and seller

Involved in M&A as seller

No plans for M&A activity 35%

10%

35%

8%

12%

The fact that bank executives view M&A activity as less likely over the next year is somewhat counterintuitive, as the economy and business fundamentals are improving, the value of bank currency in the form of stock has increased, and liquidity on bank balance sheets remains high. But the findings reinforce what we’ve been seeing in the marketplace as banking executives perceive deals as more difficult to get done due to the large gap between bid and ask prices, regulatory-related issues, and targets’ balance sheet issues.

— Brian Stephens, National Sector Leader,

Banking and Capital Markets, KPMG


27%Geography

M&A attributesGeography will play the biggest role in targeting a potential deal candidate, according to 27 percent of survey respondents.

Q: If your bank is planning an M&A transaction in the next year, what criteria will be used in selecting your target?

21%Nature of customer base

17%Asset size

12%Different products for a new/different customer base

9%International expansion

45%N/A



NDPPS 177908

Economic outlook Executives have a slightly tempered economic outlook for the coming year.

Business conditions

Q: A year from now, what are your expectations for the U.S. economy?

2013 2012

60%

69%

3%

25%

15%

28%

Better next year About the same Worse next year

Sixty percent of respondents believe the economy will improve over the next year, which is slightly lower than 2012, when 69 percent thought so.


2013

2012

2011

Q: Compared with this time last year, how would you describe your company’s current revenue?

Current revenues Revenues showed modest signs of improvement over last year.

70%

20%

10%

30%

30%

10%

14%

60%

56%Better Same Worse

% of respondents

% of increase7

9

54

20+

11-20

1-10

% of respondents

% of decrease0

0

10

20+

11-20

1-10

Seventy percent of respondents in 2013 reported an increase in revenues over the last year, up from 60 percent the previous year. The data also shows

that executives in 2012 (75 percent) were fairly accurate in their prediction of increased revenue for 2013.


NDPPS 177908

Revenue expectationsMost (76 percent) of the executives surveyed believe that revenues will increase, which closely mirrors the expectations of the previous year.

Q: What do you expect your bank’s revenue to be like one year from now?

Better Same Worse

2013

2012

2011

76%

17%

7%

21%

23%

4%

7%

75%

70%

% of respondents

% of expected increase

4

12

60

20+

11-20

1-10

% of respondents

% of expected decrease

0

0

7

20+

11-20

1-10


Will significantly increase lending by over 10%

Will moderately increase lending from 5–9%

Will slightly increase lending 0–4%

No increase in lending

Will significantly increase lending by over 10%

Will moderately increase lending from 5–9%

Will slightly increase lending 0–4%

No increase in lending

16%

25%

36%

23%

33%

31%

13%

23%

LendingThe significant majority of banking executives believe that their banks will increase both commercial and consumer lending over the next year.

In the coming year, do you anticipate that your bank will increase lending?

Commercial lending Consumer lending


NDPPS 177908

Current headcount The ongoing costs of regulatory compliance and other revenue impacts facing the banking sector may be impacting staffing levels.

Q: Compared with this time last year, how would you describe your company’s current U.S. headcount?

Increase

Decrease

About the same

27%

25%

48%

31%

23%

44%

2013 2012

Executives report current headcount levels much lower than they had hoped for in last year’s survey. For instance, 27 percent noted they added personnel over the last year, which is 12 percent less than this

year’s reality. In comparison, 48 percent of executives report a decrease in current headcount, which represents a 13 percent higher number of lost jobs than they anticipated in 2012.


Future headcount expectedExecutives have similar expectations for the year ahead, with 31 percent predicting an increase in hiring and 40 percent expecting a decline in headcount.

Q: How do you expect your company’s U.S. headcount to change one year from now?

Increase

Decrease

About the same

31%

29%

40%

39%

26%

32%

2013 2012


NDPPS 177908

32 | 2013 Banking Industry Outlook Survey32 | 2013 Banking Industry Outlook Survey© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. NDPPS 177908

ConclusionAs we’ve seen, banking executives remain focused on dealing with regulatory-related matters since these are having a pervasive impact on their

institutions. Forging ahead in this evolving regulatory environment will require fundamental changes to traditional business models and operating structures, while effectively managing the rising costs of reform and its impact on growth. Such changes are bringing about the need to redesign and implement governance and risk management frameworks that support the unfolding regulatory landscape, as well as managing the business complexities of a dynamic and fiercely competitive marketplace.

In the current climate of complex regulation, customer-centricity and narrow profit margins, it’s clear the banking industry has no shortage of challenges. At the same time, many opportunities exist for those willing to accept and embrace a culture of change to help shape the strategic direction of the industry moving forward.

A

2013 Banking Industry Outlook Survey | 332013 Banking Industry Outlook Survey | 33© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A.

NDPPS 177908

Revenue Company Type Title/Position

Demographics &

methodology

Dark Red

Red

Coral

Orange

Bright Yellow

Tan

Dark Green

Turquoise

KPMG Dark Blue*

KPMG Blue

KPMG Light Blue*

Bright Green

Deep Purple

Violet

Powder Blue

Gray

Sage

Lavender

Slate

Green

Secondary colors

Dark Red

Red

Coral

Orange

Bright Yellow

Tan

Dark Green

Turquoise

KPMG Dark Blue*

KPMG Blue

KPMG Light Blue*

Bright Green

Deep Purple

Violet

Powder Blue

Gray

Sage

Lavender

Slate

Green

Secondary colors

Dark Red

Red

Coral

Orange

Bright Yellow

Tan

Dark Green

Turquoise

KPMG Dark Blue*

KPMG Blue

KPMG Light Blue*

Bright Green

Deep Purple

Violet

Powder Blue

Gray

Sage

Lavender

Slate

Green

Secondary colors

KPMG’s 2013 Banking Industry Outlook survey reflects the viewpoints of 100 banking industry executives in the United States. It was conducted during the first quarter of 2013.

Public (90%)

Private (10%)

$100 million to less than $1 billion (19%)

$1 billion to $10 billion (23%)

More than $10 billion (58%)

Senior Vice President or Director level (49%)

Executive Vice President/Managing Director level (24%)

C-Class (CFO, COO, CTO, etc) (22%)

CEO, President (5%)

19%

58% 23%

90%

10% 5%

24%

49%

22%


ABOUT KPMG

KPMG LLP, the audit, tax and advisory firm (kpmg.com/us), is the U.S. member firm of KPMG International Cooperative (“KPMG International”). KPMG International’s member firms have 152,000 professionals, including more than 8,600 partners, in 156 countries.


NDPPS 177908

The views and opinions from the survey findings are those of the survey respondents and do not necessarily represent the views and opinions of KPMG LLP.

© 2013 KPMG LLP, a Delaware limited liability partnership and the U.S. member firm of the KPMG network of independent member firms affiliated with KPMG International Cooperative (“KPMG International”), a Swiss entity. All rights reserved. Printed in the U.S.A. The KPMG name, logo and “cutting through complexity” are registered trademarks or trademarks of KPMG International. NDPPS 177908

Contact Us

Brian StephensNational Sector Leader, Banking & Capital [email protected]

Judd CaplainNational Advisory Industry Leader, Banking & Capital Markets [email protected]

Bill ClineNational Advisory Industry Leader, Banking & Capital [email protected]

John DepmanNational Segment Leader, Banking & Capital [email protected]

Mark PriceNational Tax Leader, Banking & Capital [email protected]

Dave ReavyNational Audit Leader, Banking & Capital [email protected]

Peter TorrenteNational Client Leader, Banking & Capital [email protected]

https://plus.google.com/b/106458718593123764181/

http://www.linkedin.com/company/kpmg-us

https://pinterest.com/kpmgus/

http://twitter.com/kpmg_us

mailto:bbstephens%40kpmg.com?subject=2013%20Banking%20Industry%20Outlook%20Survey

mailto:jcaplain%40kpmg.com%0D?subject=2013%20Banking%20Industry%20Outlook%20Survey

mailto:wcline%40kpmg.com?subject=2013%20Banking%20Industry%20Outlook%20Survey

mailto:jdepman%40kpmg.com%0D?subject=2013%20Banking%20Industry%20Outlook%20Survey

mailto:mhprice%40kpmg.com%0D?subject=2013%20Banking%20Industry%20Outlook%20Survey

mailto:dreavy%40kpmg.com?subject=2013%20Banking%20Industry%20Outlook%20Survey

mailto:ptorrente%40kpmg.com%0D?subject=2013%20Banking%20Industry%20Outlook%20Survey

2013 Banking Industry Outlook Survey - KPMG€¦ · The 2013 Banking Industry Outlook Survey marks...

Documents

Transcript of 2013 Banking Industry Outlook Survey - KPMG€¦ · The 2013 Banking Industry Outlook Survey marks...